emerging trends in assessments for succession · pdf fileassessments for succession management...

Emerging Trends in Assessments for Succession Management and Selection François Ducharme PhD

[email protected]

613.238.4785 x 227

April 7h, 2011

mailto:[email protected]

2© 2011 Hay Group. All rights reserved

Agenda

Top 10 emerging trends in assessment

Assessment trends in succession and talent management

What to look for in top quality assessment tools

Current offering: assessment tools for succession (and talent)

management

Application of assessment tools and their data

Summary and wrap up

1

2

3

4

5

6

Emerging Trends in Assessments

1


Emerging Trends in Assessment – Top 10

1. Assessment use is on the rise

2. Increase in use of re-assessment (T1 vs. T2 comparisons)

3. Broader use and application of assessment tools– (career pathing,

succession management, performance management, team selection and

development, culture-fit, talent reviews, M&A’s)

4. Integrated approach to talent management

5. Better understanding of potential through assessment of “derailers”

and “growth factors”

6. Use of simulations/work samples

7. Computer adaptive testing technology

8. Web-based assessments

9. Single input, multiple outputs

10. Not “for your eyes only” – feedback and access to results


Is your organization currently using assessments?

For what purpose and to what impact?

Table Talk

Emerging Assessment Trends in Succession and Talent Management

2


Key developments…

1. Better understanding of role and people (and the “fit”)

2. Better use of psychometrics to measure “the fit” and to help people

move from one role to the next

3. Better coordination/planning in career management at the top

management levels

4. Better understanding of what is meant by “potential”


The forgotten axioms: The link between behaviours, people and jobs

• Our “assessment” focus has mostly been on the “Person”, less so on

the “Situation”.

• When we do consider the Situation, we often limit ourselves to

“competencies”, often defined in broad terms (“one-size-fits-all”).

• Yet, not all leadership positions are the same.

• Understanding of the “destination job(s)” is critical.

Behaviour = ƒ SituationPerson Situation


The “situation” defined: Not all leadership positions are the same

ADVISOR / POLICY DELIVERER/OPERATIONS

CONDUCTER / COORDINATOR

Leadership roles look the same, but are in fact different.

Talent management efforts that do not account for differences

in leadership “job types” do not work very well.

What is Leadership Potential?


In your organization, what does it mean to have “high leadership

potential”?

Do you identify people with high potential in your organization?

If yes, for what purpose? How do you identify them?

If not, what are the reasons?

Table Talk


Understanding “potential”: Key research findings

Being a Star, Being Outstanding, Having “Great

Potential”

is

A Stateand

Not a Trait


The “Potential Equation”©

•Technical

Competencies

•Behavioural

Competencies

(including leadership)

•Mental Abilities and

other aptitudes

(numerical, etc.)

•Experience

•Education/Knowledge

•Etc.

•Job requirements

(incl. responsibilities,

accountabilities)

•Competency profiles

•Work context

•Business directions

•Role complexity

•Etc..

•Personal “attributes”

•Sinister Triad: self-

centeredness, insincerity

and manipulation

•Personality “extremes”

Potential = X

Growth Factors

Derailers

FutureRole

Require-ments

Person’sCurrentAbilities


Growth Factors

Application of conceptual abilities

Broad pattern recognition, in multiple spheres of life

Looks at scope/timeframe beyond the current job requirements

Application of social understanding

Sees other human beings as “whole” and distinct from me

Leads to Influencing Others, though this may not be present early

Stability and resilience

Emotional stability, especially during hardship

Openness to learning from (negative) experience

Continuous learning disposition

Eagerness to learn in multiple spheres of life

Thirst for knowledge and feedback


Derailers

Focus on short term results

Looks at the immediate returns

Worth compared to others

Sees oneself as significantly better (or worse) than others

Listening Abilities

Unable to truly listen to the position of others, read others or have empathy

Ego Maturity

Acts or reacts in an inappropriate manner

Affiliativeness

Too much of it!

Not able to work collaboratively

Works as a lone-wolf in competition with others

Perfectionist

Delays action on acceptable 80% solutions

What to Look for in Top Quality Tools

3


What to look for in top quality tools

Validity

Reliability

Normative data

Measurement of bona fide job requirements

Defensible (test bias)

Ongoing research and refinements

Credentials of the test developer(s)

Qualifications of the assessors

Use collectively to help make decisions that are more

accurate and predictive of performance


Validity of various assessment methods

(American Psychological Association, Schmidt and Hunter, 1998)

0.51

0.51

0.52

0.54

0.57

0.55

0.52

0.65

0.58

0.63

0.63

0.00

0.02

0.10

0.18

0.26

0.30

0.35

0.41

0.44

0.51

0.54

0.51

Age

Graphology

Years of education

Job experience (years)

Reference checks

Employment interviews (unstructured)

Biographical data measures

Personality tests

Job tryout procedure

Employment interviews (structured)

Work sample tests

GMA Tests

Individual R Multiple R with GMA


The “potential equation”©: Tools for each purpose

Potential = X

Growth Factors

Derailers

(Future)Role

Require-ments


• Interview

•Work

Sample/Simulation

• In-Baskets

•Situational Judgement

Tests

•360 Assessments

•GMA / Aptitude tests

•Knowledge Test

•Résumé Review

•Performance review

•Reference check

•Job description/key

imperatives

•Job “shape”

•Strategic Plan

•Org. Culture

Assessment

•Analysts’ Reports

•Personality Traits

(Talent Q)

•Motives (PSE)

•Values (PVQ)

•360 assessments on

GF/DR

• (Reference check)

What’s important– whole person assessment

•Technical

Competencies

•Behavioural

Competencies

(including leadership)

•Mental Abilities and

other aptitudes

(numerical, etc)

•Experience

•Education/Knowledge

•Etc.

•Job requirements (incl.

responsibilities,

accountabilities)

•Competency profile

•Work context

•Business directions

•Role complexity

•Etc.

•Personal “attributes”

•Sinister Triads: self-

centeredness, insinceri-

ty and manipulative

•Personality “extremes”

Current offering: Assessment tools

4


Selected Options

Behavioural Based Interview

Assessment Centres/Work Samples/Simulations/In-Baskets

Situational Judgement Tests

Computer Adaptive Technology Tests

Web-Based Assessments

1

2

3

4

5


Behavioural-Based Interviews

Typically explores past behaviour - Based on the

principle that future behaviour is best predicted by

recent past behaviour

Advantages Disadvantages

Face to face interaction (appreciated) Interviewers require training

Assesses specific competencies Subject to bias

Assesses complex skills Could be time consuming

Provides an idea of person’s styles,

approaches to problems, and experience

Needs rigorous rating guides


Example: Hay Group’s Standardized BEI Guide


Example: Hay Group's Standardized BEI Guide


Situational Judgement Test

Multiple choice “competency” test

For individual collaborators or middle managers


Face validity (when content is job

relevant/realistic)

Cost of development

Assesses specific competencies Some respondents feel constrained by

limited number of response options

Easy to administer & score


Example: Hay Group’s SJT for Middle Managers


Assessment Centres, Work samples and Simulations

Work samples mirror work taskse.g., typing a memo, handling numerous calls in a call center environment

Simulations re-create job-related scenariose.g., In-Basket exercises, role plays


Face validity (when content is realistic) Cost of development

Assesses specific competencies Time intensive

Assesses complex skills Rater subjectivity

Provides concrete feedback


Global Score: 6.6/10

0 2 4 6 8 10

Decision Making

Planning and Organizing

Delegation

Control

Communication

Hay Group’s In-Basket - Supervisors


Global Score: 3.3/5

Hay Group’s In-Basket – Executives

0 0.5 1 1.5 2 2.5 3 3.5 4 4.5 5

Values and Ethics

Engagement

Strategic Thinking

Action Management

People Management

Financial Management

Relationship Building


Emergence partially attributed to increase of online assessment

Multiple outputs from one input

Computer Adaptive Testing Technology

What is it? Advantages

Computer / online

administration

Adaptive questions

Has been applied to

knowledge, ability, and

personality assessments

Faster to administer / fewer questions

Improved test-taker reactions

Difficult to fake / cheat

Reduces the need for proctored testing

Clear picture of response tendencies

Improved validity (in some circumstances)

Full capture of data for future analysis and

improvements


Example: Talent Q Assessment Systems

TQAS

Elements

Verbal

Numerical

Logical

Dimensions

Trait profile

Behavioural types

Derailers

Etc.


Talent Q: Single Input Multiple Outputs from Dimensions

Trait Profile: 15 traits

Narrative Report: interpretation of traits

Behavioural “Type at Work” Profile

Team Profile: to build cohesive teams

Sales Profile: focus on sales cycles

Derailment Profile: dark triads

Role Match Profile: focus on job specificity


Talent Q Dimensions: Traits Assessed

People and Relationships

Communicative

Influencing

Socially Confident

Consultative

Supportive

Tasks and Projects

Analytical

Conceptual

Creative

Methodical

Conscientious

Drives and Emotions

Relaxed

Resilient

Flexible

Decisive and Action Oriented

Achievement Oriented

Response style measures

Self-Presentation

Profile Spread

Rating Spread


Derailment Report

Most suitable for: Development assessments, Individual coaching

and development, Identification/Development of High

potentials, Selection assessment*


Emergence attributed to accessibility of web access

Allows quick assessments of candidates across the globe

Web-based assessment


Cost effective Security and access to personal data

Assesses a myriad of attributes Confirming identity of test takers

Easy to administer & score (web) Validity of certain tools questionable

Easy to complete (often “point and

click”)


Example: Hay Group customized 3600 assessment tool

Potential = X

Growth Factors

Derailers

(Future)Role

Require-ments



3600 Executive Competency Assessment Report

Application of Tools and Results

5


At the Individual Level: Comparing the Employee to Destination Role (In Operations)

Technical Competencies Required Achieved

Planning & Organising 2 3

Data Collection & Analysis

3 2

Costing & Budgeting 2 2

Production Mgt 2 2

Supply Change Mgt 2 2

Communication 2 3

Other factors Observed Notes

Growth Factors

Many (lone wolf at times)

Coaching

Behavioural Competencies Required Achieved

Achieving Results 3 4

Thinking Analytically 3 3

Thinking Conceptually 3 4

Knowing the Customer 3 2

Leading Teams 3 3

Working Collaboratively 4 2

Role: DG in an OPERATIONAL SETTING

Other factors Observed Notes

Derailers Very Few or none (yet very focused on results)

Coaching beneficial

Other factors Level required Level achieved

Logical Ability 55% 86%

5 of 6 targets reached: 83% 4 of 6 targets reached: 66%

No red flags

No worries

Well above target

Overall :

Low risk - for

identified

destination

role


Reviewing Assessment Results Against Destination Role’s imperatives

Based on Assessment Results - Career path options

VP Ops

or ADM

Chief Administration

Officer

Marketing Director Head of Regional Ops

Plant Manager

Chris Smith

Advisory Roles Coordination Roles Operations Roles

Mid

dle

Entr

yS

enio

r

Moderate

Risk


At the Group Level: Leadership Effectiveness Audit - Bench Strength Analysis

Benefits for the organization

What’s my talent pipeline?

How do we attract and retain key

talent?

Where can we find employees for a

specific role? (outside-inside)

Where should I spend my

developmental dollars?


Group Level: Leadership Bench Strength


Assessment Results - Not only for Selection anymore…

Workforce

Analysis &

Requirements

“Fit”, Recruitment

& Selection

Training &

Development

Rewards &

Recognition

SuccessionPlanning

Talent Sourcing

Team Fit

& composition

CandidateOn Boarding

Staffing & Selection

PerformanceManagement

Career Pathing

Leadership & Talent

Development

EmployeeEngagement

TotalRewards

OrganizationalCompetencies

Talent Management

Framework

Workforce Planning/ Role

Definition

Workforce Analytics

Questions and Answers

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